The Agile methodology is a project management methodology that uses short development cycles, so called “sprint”, to focus on continuous improvement in the development of a product or service.

The key principles of the Agile methodology in the project management

The key principles that guide the project management according to the Agile methodology are 12:

1. Customer satisfaction is always the highest priority and is achieved thanks to fast and accurate delivery;
2. The evolution is adopted at any phase of the process;
3. A product or service is delivered at a higher frequency;
4. Stakeholders and developers work closely every day;
5. All stakeholders and team members must remain motivated in order to achieve optimal project results. The teams have all the necessary tools and support to achieve the project goals;
6. Face-to-face meetings are considered the most efficient and effective form of communication for the success of the project;
7. A final product that is working is the final measure of success;
8. Sustainable development is achieved through agile processes where development teams and stakeholders can maintain a constant and continuous pace;
9. Through a continuous attention to technical excellence and correct planning, agility will be improved;
10.  Simplicity is a fundamental feature in every phase of the project;
11. Self-organized teams are more likely to develop the best ideas and projects and to meet the requirements;
12. Teams make changes in behavior in order to improve the effectiveness and efficiency of work.

The advantages of the Agile methodology

The Agile methodology was firstly developed for the software industry.

The task was to optimize and improve the development process and to try to identify and quickly correct problems and defects.

This methodology allows to provide a better output, more quickly, through short and interactive sessions / sprints.

In the era of digital transformation, where many organizations are migrating to a digital workplace, the Agile methodology suits perfectly in companies that are looking to transform the way in which projects are managed and the way they operate as a whole.

If we consider the benefits for the company, the digital workplace and the Agile methodology provide:

• More flexibility;
• More productivity;
• More transparency;
• Products of superior quality;
• Decreased risk of missed goals;
• Greater involvement and satisfaction of stakeholders.

In the field of project management, the Agile methodology gives teams, sponsors, project managers and customers many specific advantages, including:

• Faster implementation of solutions;
• Waste reduction thanks to the minimization of the resources;
• Greater flexibility and adaptability to change;
• More success thanks to more focused efforts;
• Faster delivery times;
• Faster detection of problems and defects;
• Optimized development processes;
• A lighter/less complicated structure;
• Excellent project control;
• Greater attention to specific customer needs;
• Increased collaboration frequency and feedback.

The disadvantages of Agile

As with any other methodology, even the Agile approach is not suitable for any project.

It is therefore recommended to do an adequate analysis in order to identify the best methodology to apply in every situation.

Agile may not work as expected, for example, if a client is not clear about the goals, if the project manager or the team has no experience or if they do not “work well” under pressure.

Because the Agile methodology has less formal and more flexible processes, it may not always be easily included into larger and more traditional organizations.

Here, in fact, processes, policies or teams could be rigid.

The Agile methodology is also difficult to implement when clients follow rigid processes or methods.

Furthermore, given that this methodology focuses mainly on the short term, the risk that the long-term vision will be lost does exist.

The sixth edition of the PmBok and the Agile methodology

At this point it is appropriate to make some small considerations according to the fact that the PmBok, ie the bible of Project Manager, is mainly based on the so-called “Waterfall” approach – which explains a sequential development in phases, in the life cycle of the project.

In some of these phases, the PmBok contemplates possible application of an Agile approach, provided that this is in line with the goals of the project.

The advantages of the Waterfall approach are:

• Defined, agreed and formalized requirements;
• Possible defects or risks are already assessed in the initial phases of the project;
• Detailed and punctual documentation;
• Due to the detailed project documentation, even non-expert colleagues can manage the project.

On the other hand, the disadvantages of this approach are the following:

• Analysis and planning activities can take a long time and thus delay the actual launch of the project;
• The requirements, as soon as they are formalized, can only be modified through another process, which – again – takes time;
• During project development, new needs or new tools may arise that can require more flexibility.

The Agile methodology focuses mostly on optimizing the process.

The PmBok, and therefore the Waterfall method, focuse more on managing goals and risks and on forecasting and controlling costs.

An Agile approach works at its best in situations that have a relatively high level of uncertainty, where creativity and innovation in order to find the appropriate solution are more important than predictability.

A very simple and clear example is the research for a cure for cancer. In this case, for instance, it would be ridiculous to develop a detailed plan on the strategy to follow.

A traditional approach, such as Waterfall, works well in situations that have a relatively low level of uncertainty and where predictability, planning and control are essential.

Here the best example can be the building of a bridge that must always follow the same system.

Many project managers have seen – and still see – these two approaches as competitive with each other.

A high level of skill is needed in order to see these two approaches in a new perspective, as complementary to each other.

In fact, both methodologies are valid, but require a great interpretative capacity – beyond experience – in order to apply the correct principles in every situation.

In the development of the Twproject software, we came to a very important consideration.

Particular approaches can help to solve certain classes of problems, but they will never cover all the work activities of a company.

Therefore, it would be extremely non-agile to have a specific software for “agile” projects, and one for others.

And even “agile” projects can present many variations, which will fit into the agile metaphor at different stages, and hardly in a single “software model”.

Therefore we have reached a basic assumption: agility is in the methodology, not in software.

A software should be flexible enough to let you map projects, tasks, issues, to people and customers, in endless ways, but so that all data from different projects and methodologies are collected in the same place.

For this reason, we made Twproject a real project management tool, regardless of the chosen approach.

Which methodology is applied in your business?

According to your experience, what are the advantages and disadvantages of each?

Leave us your feedback in the comments.

The leadership of a project, in very few words, is the act of guiding a team towards the completion of a project.

It is obvious that it is a simplistic definition and that the true meaning of Leadership in a project is much more than that.

It is about obtaining something well done through other people who, in turn, are happy to have done it.

Leadership is a soft ability; part art, part science

Everyone is obsessed with this topic, from professionals to companies.

It represents an important – and necessary – quality for a project manager.

We have been asked the following.

Can everyone be a Leader?

Can leadership be learned and taught or is it an innate talent?

This is still an open point on which there are discussions.

But one thing is certain: successful leadership can be monitored and studied.

Different leadership styles

If we analyze the management style of everyone involved in a project, we can find different ways in which project managers try to reach goals and set their job.

Most of these differences are based on the personality of the professional and on the style of leadership.

We tried to reproduce these differences graphically and this is how the Project Leadership Matrix was born, which you can see below.

It’s a tool that says what kind of leader you are, and with this knowledge it is possible to correct or change the style to become a better leader.

This matrix divides the leadership into four main types:

1. Reactive people leadership;
2. Reactive task management;
3. Proactive people leadership;
4. Proactive task management.

It is unlikely that a project manager fits perfectly in a single quadrant.

It is much more likely that every Project Manager is a mixture of two or more leadership styles.

However, in general, the best project managers are those who emphasize a proactive leadership style.

It is important to remember, though it may seem obvious, that people are not like activities.

Managers are often more comfortable with processes and methodologies, rather than with human beings.

However, the work is not done by automata and treating the team, which is made up of human beings, in an abstract and cold way means risking the disaster.

Here is where excellent project leadership must come. As a leader, the goal is to inspire and empower the team.

Planning, monitoring and reporting are certainly fundamental for the construction of a project, but the morale of the collaborators may not be quantifiable like a milestone on a timeline.

How (as project manager) do I become a GOOD project manager?

Knowing what good project leadership means leads to the inevitable question: how is it possible to apply this concept to reality in order to become a good project manager?

The aspects that many – excellent – leaders share are the following:

1. Keep the focus on the goal;
2. They are aware;
3. They create solutions;
4. They are analysts;
5. They can evaluate the risks;
6. They can generate a sense of urgency when necessary;
7. They are perspicacious;
8. They promote cohesion among collaborators;
9. They motivate the team;
10. They reach results.

These represent ten pillars on which it is possible to build a good leadership.

Leadership is difficult to teach through books, videos and courses.

Of course, you can learn the basics by reading, but the “practice” at work is another story.

What does the sixth edition of PmBok on leadership say?

It can be more difficult to manage a team, and a project in general, through leadership rather than authority.

However, leadership is usually more effective because it is built on trust and respect.

Leadership is particularly important at the beginning of a project to define the vision, communicate it to the team and start this necessary relationship of trust and respect.

This let all employees take part in the project objectives.

Good leadership skills will also keep the collaborators inspired and motivated to do their best.

In order to be a project manager with good leadership skills, it is important to recognize situations and select the appropriate action.

The PmBok summarizes the leadership as:

• Lead team members and stakeholders towards a common project goal;
• Doing things “through” the project team members;
• Manage with respect and trust;
• Communicate with, motivate and inspire the team;
• Maintain the vision, strategy and communication of project performance;
• Evaluate the performance of the project team.

Communication is the key

Clear communication is the most valuable tool that a project manager has.

Clear communication not only with the team, but also with the possible leaders and with all the stakeholders.

This quality is probably what firstly characterizes a good leader.

Communication is not only a means through which needs and desires can be explained but, if used correctly, it clearly transmits to the team what are the expected objectives, the requirements and the limits to respect.

This allows everyone to act correctly in an autonomous way.

The more team members know, the more they can act autonomously and make the right choices.

To ensure that communication skills are clear, a simple pattern, both for written as well as spoken communications, can be followed:

• First of all, communication has to be compelling, as the message must arouse interest and involvement in the topic.
• Secondly, commication must be persuasive. If you are not able to influence the person with whom you are communicating, you will not be able to change her/his way of thinking or her/his habits.
• Finally, communication must be powerful. This means that we need to communicate effectively and efficiently. The correct result of communication should be the action.

Leadership for a project manager is a term probably easy to describe but represents a goal to pursue and to try to achieve throughout the whole working life.

What kind of leader are you?

Which are the most difficult aspects for you in the field of leadership?

Tell us about your experience.

The project risk analysis or risk management,  is the process of identification, analysis and response to any risk that occurs during the life cycle of a project.

Analyzing the risks that may lie behind the execution of a project, predicting the possible obstacles and having a vision of the solutions in advance is certainly vital for any project.

It serves to help the latter stay on track and reach his goal.

But risk management can not and must not be just an action in response to something.

It should itself be part of the project planning process, in its evaluation phase.

In fact, during the planning of the project, the potential risks should be assessed and, obviously, also the possible solutions in order to manage these risks should be evaluated.

But what does “risk” mean?

A risk is anything that could potentially affect the timing, performance or budget of the project.

Risks are considered as potentialities and, in a project management context, if they become reality, they are classified as “problems“, which must be addressed accordingly.

Thus, risk management is the process of identification, categorization, prioritization and risk planning before they become problems.

Risk management can be managed differently depending on the project and its scope.

If it is a large-scale project, for example, risk management strategies could include detailed planning for each risk.

This is to ensure that mitigation strategies are activated in case of problems.

For smaller projects, risk management could mean a simple and prioritized list of high, medium and low priority risks.

Project risk analysis: How to identify risk

To begin with, a clear and precise definition of what the project will have to produce, the objectives and the final results is essential.

In this way the risks can be identified at every stage of the project, even with the help of the team.

Some companies and industries develop risk control lists based on past project experience.

The team’s past experience, the project experience within the company and industry experts can be valuable resources to identify potential risks on a project.

Identifying the sources of risk by category is a possible method to explore the potential risk of a project.

Some examples of categories for potential risks include the following:

• Technology;
• Costs;
• Timing;
• Clients;
• Contracts;
• Financial situation;
• Political situation;
• Environmental situation;
• Persons.

Each defined risk must then be included in the risk monitoring model and marked by its priority

Consequently, a risk plan that shows the impacts on the project, both negative and positive, must be created, as well as the actions to use and implement in order to manage the problem.

In the context of risk management, it is also important to maintain regular communication with the team throughout the project.

Transparency is fundamental, so that everyone knows what elements to take into account to recognize and react to a problem.

Project risk analysis: Risk assessment

After identifying potential risks, the project manager, with the help of the team, assesses the risk based on the probability of occurrence and the potential loss associated with the event.

Not all risks are the same.

Some risk events are more likely to happen than others, and even the cost of a risk can vary greatly.

Therefore, evaluating the probability that the risk presents itself and the concrete repercussions on the project are the next step in the risk analysis.

Having criteria for determining high-impact risks can help narrow attention to certain specific and more critical risks to the project.

For example, suppose it is established that high-impact risks are those that could increase project costs by 5%.

Only a few potential risk events will satisfy this criterion.

These are therefore potential risk events on which the project team should focus on creating a mitigation plan.

The probability and impact of risk are both classified as high, medium or low.

A risk mitigation plan normally concerns events that have high results on both factors.

There is a positive correlation between the risk of the project and the complexity of the project.

In the case of highly complex projects, an external expert can be included in the risk assessment process and the risk assessment plan can take on a more prominent role in the project implementation plan.

Project risk analysis: Risk mitigation plan

After the risk has been identified and assessed, the project manager with the team develops a risk mitigation plan, a plan to reduce the impact of an unforeseen event.

The risk can be mitigated in the following ways:

• Risk avoidance: it usually involves the development of an alternative strategy with a greater probability of success, but usually linked to a higher cost;
• Sharing risk: involves collaboration with other stakeholders, in order to share responsibility for activities at risk;
• Risk reduction: it is an investment to reduce the risk on a project. For example, hire and rely on consultants to take care of high-risk activities;
• Risk transfer: it is a risk reduction method that shifts the risk from the project to another part. For example, the purchase of insurance on certain items is a method of transferring risk. In fact, the risk is transferred from the project to the insurance company.

Each of these mitigation techniques can be an effective tool to reduce individual risks and the overall risk profile of the project.

As far as the project manager is concerned, not everyone conducts a formal risk assessment on the project.

The lack of formal risk management tools has also been seen as an obstacle to the implementation of a risk management plan.

In addition, the project manager’s personality and management style differentiate the approach to risk.

Some project managers are more proactive and will develop risk management programs for their projects.

Other managers are reactive and are more confident in their ability to handle unexpected events when they occur.

Others, on the other hand, are risk averse and prefer to be optimistic and not consider risks or avoid taking risks when possible.

Whatever the case, the ability to accurately analyze the risks of a project must fall within the skills and tasks of a project manager.

In any project, a proper risk assessment becomes fundamental to a successful plan.

What about you? What kind of project manager are you? How do you manage potential risks?

Tell us about your experience.

Gantt charts for projects are the essential weapon of the Project Manager, but they can be extremely useful and effective even for anyone who wants to organize their activities in a structured way.

This planning tool appeared in the early twentieth century and has since been widely used for project planning.

The main reason for the success of the Gantt charts is their simplicity and the focus on the quick visualization of the activities.

Gantt charts are also an excellent way to plan the project in a temporal way, allowing to define roles, responsibilities and effective use of resources.

In fact, they provide an immediate vision of how the project is developed and structured and act as a guideline to the end.

What is a Gantt chart?

The Gantt chart, also called scheduled bar chart, is a tool used to plan a set of activities that, generally, are part of a single, more complex project.

On the horizontal axis there is the time span, whose unit of measurement depends on the project calendar – days, weeks, months, etc. – while on the vertical axis we find the list of the various activities.

Each task is represented by a colored bar that goes from the start date to the end of the activity.

Once all the activities have been inserted, there is a visual scheme of how the project is structured, which tasks come first, which ones overlap and which ones happen later.

The resources that carry out every single activity are easily identifiable.

With such a graphic structure, it is easy to understand, at first glance, if the processes are taking place on schedule and if the progress of the project is in line with the deadline.

Many software have, in the Gantt, their sore point because the Gantt is not very effective or even non-existent.

Only some software, including TWProject, allow not only to obtain a Gantt chart of the project that is easy to read, but also to get even more details, indicating for example:

• who is the resource assigned to a given activity;
• if the resource works full-time or part-time;
• how much work has been done and remains to be done;
• the cost associated with each activity.

What are the advantages of the Gantt chart?

As a company we are convinced that the Gantt chart, if well structured and managed, can bring various benefits to the management of a project.

Here is a list of advantages that this system inevitably presents.

The Advantages of Gantt: Visualization

The Gantt chart allows to clearly visualize the workflow and the project structure.

When we insert the various tasks, or analyze the schema after inserting them, we can immediately realize any inconsistencies.

The linear scheme allows you to understand in advance if you will be faced with potential organizational or technical problems and allows you to prepare in advance.

The distribution of the activities allows to identify the intermediate goals and to understand if the project is in line with the schedule or not.

The Advantages of Gantt: Flexibility

As already mentioned, an advantage of the Gantt chart is to clearly show the start and end date of a given activity.

The timing of each task will be set after a direct comparison with the managers of each sector, in order to have a realistic value.

For this reason, the Gantt chart is also useful for the feasibility analysis of a project.

Once the entire project structure is set up, it makes no sense to run to complete certain steps before the set date – unless there is really a valid reason – as this may be reflected in the lack of completeness and / or accuracy.

If you have agreed on a certain date speaking to the direct responsible, it means that this is the time necessary to carry out the work correctly and completely.

Forcing time would affect the quality of work.

The Advantages of Gantt: Efficiency

These charts allow an intelligent and effective use of resources.

It becomes really difficult for the resources to be reliable when they are grappling with too many processes and find themselves submerged.

All conflicts and problems that follow an overload of tasks can lead to a definitive blockage of the whole project and, inevitably, to its failure.

Using Gantt charts as a project planning tool gives you an overview of the project timeline so you can easily see where and when a particular resource is used.

So, it is possible to allocate resources in such a way that the activies are not slowed down or blocked.

Once a process is finished, you can transfer the resource to another activity.

The Advantages of Gantt: Motivation

Gantt charts are great for morale!

Probably we all had those days where we felt completely lost and submerged from work and projects and we could no longer see the direction in which we were going.

In this case, the Gantt chart can be a valid psychological aid.

Looking at the diagram, in fact, you can immediately see how activities are taking place and how each process leads to the completion of the entire project.

It is a very effective method to raise morale and motivate the team.

Moreover, seeing the achievement of a goal – however small it may be – is still a gratification. It allows to concentrate, step by step, on the different blocks of activity without feeling disoriented by a project that can be long and complex.

The Advantages of Gantt: Communication

Gantt charts are not just a useful tool for planning the project.

Team members can use these diagrams to see where they are in the project, what they need to complete certain tasks and the inputs they need.

The project diagram shows them exactly who they should contact and who they should collaborate with during each phase.

This makes them able to communicate better not only with each other, but also with the Project Manager.

Thanks to the Gantt charts, it is also possible to help improve cohesion, communication and understanding of and in the team.

The aspects (disadvantages) of the Gantt chart to keep under control!

As with any high performance tool, even for the Gantt Chart, there are some aspects to monitor.

Aspects that if not properly managed could result in real disadvantages.

Let’s list briefly the aspects to pay attention to, so that everyone can make his evaluations:

• It can become extraordinarily complex. Except for the simplest projects, a Gantt chart will present a large number of activities and resources used to complete the project. There are special software that can handle all this complexity. However, when the project reaches this level, it must be managed by a small number of people, or often by one, able to handle all the details. Large companies often employ one or more prepared Project Managers. In companies not used to this type of management, this may not work as it should.
• The size of the bar does not indicate the amount of work. Each bar on the graph indicates the period of time in which a given activity will be completed. However, by observing the bar, it is not possible to determine what level of resources is needed to complete these tasks. For example, a short bar could take 500 hours, while a longer bar could take only 20 hours.
• The length of a bar in fact indicates the timing of a given activity and not its complexity in terms of working hours.
• It must be constantly updated. After starting the project, things can change. If you use a Gantt chart, you need to be able to change the chart easily and frequently.
• Difficult to see on a single sheet of paper. The software that allows you to manage these graphics are mostly suited to a computer screen and are not meant to be printed. It therefore becomes difficult to show the details of the plan to a broad audience. It is certainly possible to print the chart, but this normally involves a job of “cutting and pasting” of the individual pieces, rather expensive in terms of time.

All in all, the biggest advantage of the Gantt chart is the pure simplicity and the clear overview of the activities and their duration.

This makes it ideal for projects where facilitated access to all relevant information is required and where these should be easily understood by all those involved in the project.

This is why we thought of an evolution of the TWProject Gantt.

In fact, we have built an instrument capable of modeling situations in real time and that can easily be modified over time.

This is in contrast to the traditional project management methodology where the projects are immediately defined in detail (unrealistic method for most of the working situations).

Twproject’s focus is to capture the work done in real time, to guide the Project Manager during the entire project development.

Our customers’ experience in this direction encourages us by providing us with guidance in future development.

What is the greatest benefit you find in the company, thanks to the use of Gantt?

Tell us about it!

One of the main responsibilities of a project manager is to know the progress of the project at any time.

To this end, project status meetings become a fundamental tool throughout the project life cycle.

Unfortunately, however, too often, these appointments turn into a waste of time losing sight of the objectives of the meeting itself.

In this article we will try to unveil some secrets to carry out effective Project status meetings.

The aims and times of the meetings on the progress of the project

The frequency of these meetings obviously varies depending on:

• the complexity of the project;
• the number of project team members;
• the level of information required by the project owner, by customers, stakeholders, etc.
• from the level of involvement of the project task manager.

Once the timing has been established, it is fundamental for the Project Manager to evaluate, during the meetings, the progress of each of the following elements:

• Updates of individual activities.
• Progress of the project compared to planning: are we late or early?
• Budget status: are we under or have we exceeded the budget?
• Quality status: are we maintaining the expected quality levels?
• Current or hypothetical problems (such as changes, problems with resources, dissatisfaction with the customer or supplier, etc.).
• Next steps to be taken.

Project status meetings are essential for the Project Manager and must be scheduled periodically.

Thanks to these meetings the Project manager has the possibility to:

• Keep the focus on the project.
• Orient the team to look in the same direction.
• Report to the company management clear and updated information on the progress of the entire current project.

Unfortunately, too often these important meetings are ineffective and fail to bring benefits to the project in the intended way.

The most common reasons why project progress meetings turn into a waste of time.

There are some recurring reasons why project status meetings fail. Here is a list of the most frequent:

• Unclear or even missing agenda.
• Team members not adequately prepared for the meeting.
• Inability to manage the time during the meeting.
• Inability to maintain focus on the subject matter of the meeting.
• Absent or ineffective feedback from team members.

Unclear or even missing agenda

When Project status meetings doesn’t have a previously defined and shared agenda, they will inevitably become unclear and ineffective.

Without a roadmap that marks the road, the meeting is easily dispersed and time is often misused or even lost.

In addition, team members will not be able to provide effective feedback as they are not prepared to face the meeting.

The purpose of a project status meeting is to obtain an update on the status of activities, identify problems and so on.

Therefore It’s essential that team members prepare themselves on time and collect specific data before the meeting to be prepared to answer certain key questions.

Without specific predefined objectives, the meeting will not bring any benefit.

Team members not adequately prepared for the meeting.

It often happens that some team members do not perceive the importance of the meeting and think that all they should do is just show up and attend the meeting.

When this happens, the whole team loses precious time.

Unsupported feedback can delay the resolution of the problem, causing frustration and delays in the project itself!

Inability to manage the time during the meeting

“Even today an interminable meeting …”.

This is the classic phrase that the team members, exhausted, exchange each other out of the meeting room.

If the time is not managed properly you will get three boomerang effects:

• Team demotivation.
• The need for a further meeting on the same topic.
• The possibility of arriving at hasty and ineffective decisions.

In addition, team members may try to skip the meeting by perceiving it as a waste of time.

Once team members begin to miss project status meetings, the overall effectiveness of this tool is bound to deteriorate inexorably

Inability to maintain focus on the subject matter of the meeting.

Closely related to the previous one, it is the inability to stay on the pre-established tracks.

This incapacity is very frequent.

In fact, participants often tend to digress, considerably reducing the time dedicated to the purpose of the meeting.

Thus we arrive at the crucial issues with little time available, often taking decisions of poor quality dictated by haste.

Absent or ineffective feedback from team members.

One of the most difficult tasks of a project manager is to deal with several different personalities within the team.

The most aggressive personalities tend to dominate project meetings, while the more passive types tend to contribute much less to the discussions being much less talkative about their views on a given problem.

We all know the saying that the creaking wheel gets more oil and that’s what often happens during project meetings.

Sometimes a project manager or team leader will be overly influenced by a team member with a more aggressive personality.

When some team members dominate while others sit passively (without providing critical input on a problem), the quality of decisions taken by the team suffers.

Another big problem with this dysfunction is that the project manager often develops a distorted view of some fundamental project problems because one or two team members express very strong opinions.

Such opinions may not be representative of the group at all, but without a balanced response from another team member, the project manager may conclude a progress meeting with an inaccurate view of the team’s views on a particular issue.

Conclusion

Project status meetings are a key tool in the project manager’s toolbox.

Unfortunately, a few project managers have adopted methods and techniques to ensure that these sessions are concise, productive and valuable.

Too many project managers assume that a project status meetings means sending an invitation to the meeting and simply showing up.

Project status meetings require a lot more!

The good news is that when project status meetings are effective and efficient, the results are huge!

The productive meetings on the progress of the work:

• increase the morale of the group.
• Provide comprehensive information on the status of the project.
• Discover potential risks.
• Provide a forum for the timely resolution of problems.
• Encourage the sharing of relevant information among team members.

Finding the best time to plan a meeting on the progress of a project is very important.

It may be obvious, but it’s not just about finding a day when the team is available, it’s about finding a day when none of your colleagues have important deadlines, scheduled appointments or high-priority activities to close.

Using a project management software like Twproject, with shared agendas, is essential to manage a focused team.